Communication & Negotiation Flashcards
Communication
Process by which info is exchanged between sender and receiver
Simple prototype: one on one exchange between two people
Sender must encode thoughts into form to be transmitted to receiver
Receiver must perceive message, accurately decode it to achieve understanding
Receiver initiates feedback that tells sender that message is received
Effective Communication
When right people receive the right info in timely manner
Chain of Command
Lines of authority and formal reporting relationships
Under this system three necessary forms of communication can be accomplished (downward, upward, and horizontal communication)
Downward Communication
Ffrom top of organization to the bottom
E.g. vice president instructing regional managers
Upward Communication
From bottom of organization to the top
E.g. chemist conceives new plastic formula and passes this on to manager, who informs vice president
Horizontal Communication
Between departments or functional units
Means of coordinating effort
Info flowing up to manager and then back down from manager to employees
Deficiencies in the Chain of Command
Informal Communication
Slowness
-chain is slow, especially for horizontal
Filtering
Filtering
Message to be watered down or stopped at some point during transmission
Upward filtering occurs because people are afraid that management will use info against them
Downward filtering due to time pressures or simple lack of attention to detail
But some managers filter info to maintain an edge on subordinates
Negotiation
Decision making process among interdependent parties who do not share identical preferences
Attempt to either prevent or resolve conflict
Aspiration Point (target point)
The point a negotiator wishes to achieve
Reservation Point (resistance point)
Point a negotiator wishes not to go below
Individual Gains
Amount gained for yourself
Joint Gains
Total gains for yourself and the other party
BATNA
Best alternative to a negotiated agreement; lowest acceptable value to even negotiate at all
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources
Available resources: fixed
Primary motives: I win, you lose
Primary interests: opposed to each other
Focus of relationship: short term
Integrative Bargaining
Negotiation that seeks one or more settlements
Available resources: variable
Primary motives: I win, you win
Primary interests: complementary/convergent
Focus of relationship: long term
Complementary Bargaining
Both parties want the same resolution
Little to no need for negotiation
Fixed Pie Myth
False belief that other party’s interest is directly opposite to one’s own
Result is we overemphasize the distributive side of negotiations
Distributive Negotiation Tactics
Threats/promises
Standing firm
Persuasion
Integrative Negotiation Tactics
Cutting costs
Increase resources
Information exchange
Introduce superordinate goals
Threat
Implying that you will punish the other party if this person does not concede to your position
Promise
Pledges that concessions will lead to rewards in the future
Voice
Constructive expression of disagreement or concern about work unit or organizational practices
Mum Effect
Tendency to avoid communicating unfavourable news to others
Grapevine
Informal communication network that exists in any organization
Word of mouth, emails, social media, etc.
Can transmit personal gossip and info about the organization
Pros of the Grapevine
Keep employees informed about important organizational matters
Can be a substitute for formal communication in lax management organizations
Test employee reactions to proposed changes without making formal commitments
Cons of the Grapevine
Rumour: unverified belief that is in general circulation
People cannot verify information as accurate
Spread fastest and farthest when info is ambiguous, content is important to those involved, seems credible, when recipient is anxious
Jargon
Specialized language used by job holders or members of particular occupations or organizations
Efficient for people who know it
Barrier for people who don’t
Non-Verbal Communication
Transmission of messages by some medium other than speech or writing
Body Language
Non-verbal communication that occurs by means of sender’s bodily motions and facial expressions or the sender’s physical location in relation to receiver
Cultural Context
Cultural info that surrounds a communication episode
High Context Cultures
Message contained in communication is strongly influenced by the context in which the message is sent
East Asian, Latin American, African, Arab
Literal interpretations are often incorrect
Want to know details about company, don’t get to the point quick, age and seniority highly valued
Low Context Cultures
Messages interpreted more literally because more meaning resides in the message than in the context of the communication
North America, Australia, Northern Europe, Scandinavia
Favour detailed business contracts
Computer Mediated Communication (CMC)
Rely on digital tech to facilitate info exchange
Permit discussion and decision making with employees being in same location
Employer Branding
Promoting a clear and consistent image of the positive and distinctive features of an organization as an employer
Used to attract and recruit new employees
Effective in retaining existing employees by reinforcing commitment
360 Degree Feedback (multi source feedback)
Include superior ratings, self ratings, and ratings by subordinates, peers, and clients
Performance appraisal becoming a two way communication process
Used for employee development and not salary determination
Suggestion Systems
Designed to enhance upward communication by soliciting ideas for improved work operations from employees
E.g. electronic suggestion box, usually anonymous
Programs that reward employees for suggestions are better
Superordinate Goals
Attractive outcomes that can be achieved only by collaboration
Grapevine Motivators
Timely, inexpensive source of info
Alternative source of power and influence available to all
Releasing pent up emotions or exchange of delicate info
Gossip can be source of social and intellectual stimulation in boring jobs
Extraverts or low self esteem
